UNIVERSITY OF WALES: TRINITY SAINT DAVID PRIFYSGOL CYMRU: Y DRINDOD DEWI SANT

School of Business

HUMAN RESOURCE MANAGEMENT SBMA7101

Autumn 2013

SBMA7101 Human Resource Management

Introduction
AIMS: To develop a critical and analytical understanding of the changing nature of HRM in a global context, from a primary focus on supporting line managers to manage their people well, to a more specialised and professional one of delivering sustainable organisation capability and performance.

LEARNING OUTCOMES: Upon the successful completion of this module the student will be able to: 1. Critically review and appraise current research and advanced scholarship so to enable them to evaluate managerial and business environments; and analyse how resourcing an organisation is affected and informed by internal and external factors that in turn serve to influence the policies, procedures and processes adopted by the organisation 2. Demonstrate a systematic understanding of current issues in HRM and IHRM within a variety of organisations so to enable them to manage effectively the design and implementation of fair, efficient and effective policies and procedures that serve to deliver upon the strategic aims of the organisation. INDICATIVE CONTENT: The history and context of HRM and a critical appraisal of the HR function, role and standing within varying sectors including small, medium and large enterprises nationally and internationally Organisation design, culture and development including the analysis of internal and external environments that impact upon the work of personnel professionals National and international employment markets from which organisations source and mobilise staff; how employment markets are evolving and/or changing Human resource planning processes employed by organisations and how these are now influenced by technology; including administering these processes lawfully, fairly, efficiently and effectively Socialising personnel into the organisation; building the business activist; employer bonding and branding Processes of managing performance; innovating new working practices; delivering outstanding customer service; breeding an environment where talent may grow; job design Ethics and professionalism; commitment to equality of opportunity; managing diversity.

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SBMA7101 Human Resource Management

LEARNING AND TEACHING STRATEGY: The learning and teaching strategy for this module has been designed to facilitate a rich learning experience for students from different educational and cultural backgrounds. The focus of the strategy is based on research and the practical application of theoretical models and concepts relevant to workplace scenarios detailed in a selection of pre-seen case study material. Throughout the module, students will be expected to take significant personal responsibility for their own learning and exercise initiative in the undertaking of all new learning experiences, both in and out of the classroom. Focusing on the importance of managing human and organisational resources in developing and maintaining organisational success and competitive advantage, the module further aims to promote student confidence to enable them achieve an enhanced understanding of, and sensitivity to, the managerial dynamics and processes that influence the behaviours and performance of people at work. The module aims to develop critical analysis, self-reflection and problem solving techniques to learn how to develop and implement the creative and strategic HR solutions that drive organisational performance. The approach therefore requires student-centred learning strategies. Seminars, tutorials and workshops will form the majority of the learning strategy to allow students to interact with material through case studies, group discussions and practical exercises. Students will also be encouraged to attend relevant guest speaker presentations and carry out their own research for dissemination to the rest of the group. Material for discussion in seminars and tutorials will be in a variety of formats such as DVD, documentary evidence, pod casts, case studies, questionnaires and presentations with plenty of opportunity for formative feedback regarding their critique and application of the material. SESSIONS will cover: Introduction to HRM The nature of HRM and Personnel Management Current issues in HRM Recruitment, selection and evaluation process and practice Equal opportunities and diversity in the workplace Employment Legislation Performance Management Reward Systems and Reward Management Dismissal issues and termination of employment Human Resource Development and Training Employment Relations, Industrial Relations and Business Etiquette International Human Resource Management Human resource management strategies I Human resource management strategies II Human resource planning Human resource management and organisational culture Human Resource Management Leadership and Change Performance management further development The Future of the Human Resource Management Function Consolidation

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SBMA7101 Human Resource Management

READING LIST: Essential Texts: Armstrong M. (2012) Armstrongs Handbook of Human Resource Management Practice 12th Ed. Henderson, I. (2011) Human Resource Management for MBA Students, London: CIPD

Background Reading: Beardwell, I. and Gold, J., (2009) Human Resource Development, Basingstoke: Palgrave Macmillan. Beardwell, J. Claydon, T. (2010) Human Resource Management: A Contemporary Approach, Financial Times: Prentice Hall Bratton J and Gold J (2012) Human Resource Management Theory and Practice 5th Ed Palgrave. Cook, M. (2009) Personnel selection: adding value through people. 5th ed. Chichester: John Wiley. Dowling, P., Festing, M. and Engle, A. D. (2007) International human resource management: managing people in a multi-national context. 5th ed. London: Thomson Learning. Edenborough, R. (2007) Assessment methods in recruitment, selection and performance: a managers guide to psychometric testing, interviews and selection. London: Kogan Page. Laroche, L. and Rutherford, D. (2007) Recruiting, retaining and promoting culturally different employees. Oxford: Butterworth Heinemann. Marchington, M. and Wilkinson, A. (2008) Human Resource Management at Work, Wiltshire: CIPD Pilbeam, S. and Corbridge, M. (2006) People resourcing: contemporary HRM in practice. 3rd ed. Harlow: Financial Times / Prentice Hall. Taylor, S. (2008) People Resourcing, Fourth Edition, Wiltshire, CIPD Taylor, S. (2010) Resourcing and talent management. 5th ed. London: Chartered Institute of Personnel and Development. Torrington, D. Hall, L. Taylor, S and Atkinson, C. (2009) Fundamentals of Human Resource Management: Managing People at Work, London: Prentice Hall

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SBMA7101 Human Resource Management

Journals: British Journal of Management CIPD Journal People Management Coaching at Work Education and Training Journal Et alia Harvard Business Review HRM Review Human Resource Management Journal Industrial and Labour Relations Review International Journal of Employment Studies Journal of International Business Studies Journal of Labour Economics Journal of Management Development Journal of Organizational Behaviour Journal of Workplace Learning Management Today People and Strategy: Journal of the HR Planning Society Personnel Review Personnel Today Public Personnel Management Research and Practice in HRM Strategic HR Review Strategic Management Journal The Academy of Management Review The Journal of Business The Journal of Human Resources The Journal of Industrial Economics Work Employment and Society Useful Websites: http://www.cipd.co.uk/onlineinfodocuments/atozresources.htm http://www.prospects.ac.uk/p/types_of_job/management_consultant_job_description.jsp www.acas.org.uk www.berr.gov.uk www.cbi.org.uk www.cipd.co.uk www.cipd.co.uk/Journals www.cipd.co.uk/surveys www.employment-studies.co.uk www.equalityandhumanrights.org.uk www.hrmguide.co.uk www.statistics.gov.uk www.wao.gov.uk
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SBMA7101 Human Resource Management

TASK DESCRIPTION
Assignment 1 (50%) You are the head of human resources in a medium-sized manufacturing company. You have a new chief executive and she has a reputation for re-structuring and cutting surplus management posts. She mentions to you that some organisations are undergoing a transformation in HR to maximise efficiency and effectiveness. She asks you to outline what this means in general, what it would mean for the organisation, and how it might achieve both cost cutting and increased effectiveness. How do you respond? The assignment must be in Report format word limit 2000 words (excluding Bibliography and Appendices).

Assignment 2 (50%) Since Assignment 1 your career has gone well. You are now a part of the senior management team of a large multi-national company and each manager is to make a short presentation to the Company Board, the Company Directors, and the other senior and middle managers at a planning away-day in June. Your Chief Executive says to you: We are doing well but we need to do better. This is the theme of our away day next week. I want each senior manager to make a short presentation as a basis for discussion on a key aspect of strategy in their area and how it will impact on our performance. As Director of Human Resources I would like you to talk about our need for a people resourcing strategy, what it involves and how it will contribute to improved performance. Any information you can provide based on benchmarking or evidence from research will be welcome You are tasked with: 1. Developing the 6 slide maximum PowerPoint presentation to accompany your Presentation maximum 200 words in total. 2. Writing the detail of your presentation in the form of a REPORT which includes background and explanation for each slide. 3. Include a copy of your slides either as an Appendix to the Report or within the body of the Report. The assignment must be in Report format word limit 2000 words (excluding Bibliography and Appendices).
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SBMA7101 Human Resource Management

Please note the following when completing your assignment: Writing: Written in English in an appropriate business/academic style Focus: Focus only on the tasks set in the assignment. Length: 2000 words (maximum) Formatting: Typed on A4 paper in Times New Roman or Arial font 12 with at least 2.5 centimetre space at each edge, double spaced and pages numbered. 5. Document format: In business report format (unless otherwise directed), with a clear title, course, and name or ID number on a cover sheet and including a bibliography using Harvard referencing throughout. 6. Research: Research should use reliable and relevant sources of information e.g. academic books and journals that have been peer reviewed. The research should be extensive. 1. 2. 3. 4.

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SBMA7101 Human Resource Management

GUIDANCE FOR STUDENTS IN THE COMPLETION OF TASKS

NOTE: The guidance offered below is linked to the five common assessment criteria overleaf and specifically aligned to the exceptional outcome category to which we anticipate students aspire. 1. Research-informed Literature Your work must embed and be informed and supported by relevant and credible scholarly material that is accessible in the learned journals listed on the module schedule. You should refer to at least 10 such sources. Additionally, you should refer to text books, current news items and benchmark your organisation against other organisations to ensure your assignment is current and up-to-date. High-level referencing skills using the Harvard Method must be demonstrated throughout your work and all sources listed alphabetically within your bibliography. 2. Knowledge and Understanding of Subject Your work must demonstrate the growing extent of your knowledge and understanding of concepts and underlying principles associated with the subject area. This means that within your work, you should provide evidence of your growing mastery in critical awareness of current challenges, new insights and the constant need for innovation within the field. Furthermore, a critical awareness of the ambiguities and limitations of knowledge and even understanding, should be considered and examples of such, illustrated within your work. 3. Analysis To be considered masters worthy, your work must contain evidence of analysis, evaluation and synthesis. This means not just describing What! but also justifying: Why? How? When? Who? Where? And at what cost! At all times, you must provide justification of your arguments and judgements. Evidence that you have reflected upon the ideas of others on matters occurring in the real world of business is crucial to you providing a reasoned and informed debate within your work. Your choice of methodologies to gather data and information must be rigorously defended. Furthermore, you should provide evidence that you are able to make sound judgements and convincing arguments in the absence of complete data, since within the real world of work, we rarely have access to, or know all the information! Persuasive conclusions are especially necessary and must be derived from the content of your work there should be no new information presented within your conclusion. Your work should aspire to resemble work which is of journal publishable quality. 4. Practical Application and Deployment It is essential that you rationalise how you decided upon certain methods, materials, tools and techniques to inform and complete your work. You must demonstrate what informed your decision(s) to apply certain concepts that enabled you to formulate innovative and creative solutions to the challenges presented to you or that you identified for yourself. Plausible, costed and justifiable recommendations are demanded and where these are absent, your work is undermined. Your work

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SBMA7101 Human Resource Management

should provide evidence that you are growing in mastery in developing cutting edge processes and techniques within the subject area. 5. Skills for Professional Practice Your work must provide evidence of your attributes in the application of professional practice. This includes demonstrating that you are highly capable of individual and collaborative working. Regarding the presentation of your work, you must demonstrate your ability to select and deploy the appropriate media that is fit for purpose. Additionally, you must exhibit your ability to: communicate with an exceptionally high level of professionalism; work professionally, autonomously and within a team; develop leadership skills; and produce/present work that is coherent, cogent and specifically addresses the challenges set for you or you have set yourself. Importantly, your work should be easily understood by specialists and non-specialists in the field.

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SBMA7101 Human Resource Management

MARKING CRITERIA ASSIGNMENTS 1&2

The extent to which these are demonstrated by you determines your mark. The marks available for each criterion are shown. Lecturers will use the space provided to comment on the achievement of the task(s), including those areas in which you have performed well and areas that would benefit from development/improvement.

Common Assessment Criteria Applied

1. Research-informed Literature Extent of research and/or own reading, selection of credible sources, application of appropriate referencing conventions.

2. Knowledge and Understanding of Subject Extent of knowledge and understanding of concepts and underlying principles associated with the discipline.

3. Analysis Analysis, evaluation and synthesis; logic, argument and judgement; analytical reflection; organisation of ideas and evidence

4. Practical Application and Deployment Deployment of methods, materials, tools and techniques; application of concepts; formulation of innovative and creative solutions to solve problems.

5. Skills for Professional Practice Attributes in professional practice: individual and collaborative working; deployment of appropriate media; presentation and organisation.

TOTAL
Late Submission Penalties (tick if appropriate)

100

Assignment Mark (Assessment marks are subject to ratification at the Exam

Board. These comments and marks are to give feedback on module work and are for guidance only until they are confirmed. ) Up to one-week late Over one week late

Marks available

20

30

30

10

10

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Marks awarded

SBMA7101 Human Resource Management

COMMON ASSESSMENT AND MARKING CRITERIA

OUTRIGHT FAIL UNSATISFACTORY SATISFACTORY GOOD VERY GOOD EXCELLENT EXCEPTIONAL

Assessment Criteria 1. Researchinformed Literature

Extent of research and/or own reading, selection of credible sources, application of appropriate referencing conventions

80-100% 0-29% Little or no evidence of reading. Views and findings unsupported and non-authoritative. Referencing conventions largely ignored. 30-39%* Poor evidence of reading and/or of reliance on inappropriate sources, and/or indiscriminate use of sources. Referencing conventions used inconsistently. 40-49% References to a limited range of mostly relevant sources. Some omissions and minor errors. Referencing conventions evident though not always applied consistently. 50-59% Inclusion of a range of researchinformed literature, including sources retrieved independently. Referencing conventions mostly consistently applied. 60-69% Inclusion of a wide range of researchinformed literature, including sources retrieved independently. Selection of relevant and credible sources. Very good use of referencing conventions, consistently applied. 70-79% A comprehensive range of research informed literature embedded in the work. Excellent selection of relevant and credible sources. High-level referencing skills, consistently applied. Outstanding knowledge of research-informed literature embedded in the work. Outstanding selection of relevant and credible sources. High-level referencing skills consistently and professionally applied

2. Knowledge and Understanding of Subject

Extent of systematic knowledge, understanding and critical awareness of concepts and underlying principles associated with the discipline.

Major gaps in knowledge and understanding of material at this level. Substantial inaccuracies.

Gaps in knowledge, with only superficial understanding. Some significant inaccuracies.

Evidence of knowledge and understanding of current and relevant concepts and underlying principles but with some gaps or errors.

Knowledge is accurate with a good understanding of the field of study.

Knowledge is extensive. Exhibits understanding of the breadth and depth of established and contemporary views.

Excellent mastery of a complex and specialised area of knowledge and skills, with an excellent critical awareness of current problems and/or new insights at the forefront of the field. Clear awareness of challenges to established views and the limitations of the knowledge base. Excellent critical evaluation of methodologies, current research and ideas and, where appropriate, proposes new hypotheses/ ideas. Evaluates and synthesises complex issues systematically and creatively. Makes excellent judgements and proposes convincing arguments in the absence of complete data. Strong, persuasive, conclusions, justifiable recommendations. Work is of conference publishable quality.

Exceptional mastery of a complex and specialised area of knowledge and skills, with an exceptional critical awareness of current problems and/or new insights at the forefront of the field. A critical awareness of the ambiguities and limitations of knowledge.

3. Analysis
Analysis, evaluation and synthesis; logic, argument and judgement; analytical reflection; organisation of ideas and evidence

Unsubstantiated generalisations, made without use of any credible evidence. Lack of logic, leading to unsupportable/ missing conclusions. Lack of any attempt to analyse, synthesise or evaluate.

Some evidence of analytical intellectual skills, but for the most part descriptive. Ideas/findings sometimes illogical and contradictory. Generalised statements made with scant evidence. Conclusions lack relevance.

Evidence of some logical, critical thinking and some attempts to synthesise, albeit with some weaknesses. Some evidence to support findings/ views, but evidence not consistently interpreted. Some relevant conclusions and recommendations, where relevant.

Evidence of logical, analytical, critical thinking and synthesis. Can analyse new and/or complex data and situations without guidance. An emerging awareness of different stances and ability to use evidence to support the argument. Valid conclusions and recommendations, where relevant

Evaluates methodologies, current research and ideas critically and, where appropriate, proposes new hypotheses/ideas. Evaluates and synthesises complex issues both systematically and creatively. Makes sound judgements and proposes convincing arguments in the absence of complete data. Sound, convincing conclusions / recommendations.

Exceptional critical evaluation of methodologies, current research and ideas and, where appropriate, proposes new hypotheses/ ideas. Evaluates and synthesises complex issues at a high level of mastery. Makes outstanding judgements and proposes highly convincing arguments in the absence of complete data. Highly persuasive conclusions. Work is of journal publishable quality.

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4. Practical Application and Deployment
Effective deployment of appropriate methods, materials, tools and techniques; extent of skill demonstrated in the application of concepts to a variety of processes and/or contexts; formulation of innovative, original and creative solutions to solve problems.
Limited or no use of methods, materials, tools and/or techniques. Little or no appreciation of the context of the application. Rudimentary application of methods, materials, tools and/or techniques but without consideration and competence. Flawed appreciation of the context of the application. A satisfactory awareness and mostly appropriate application of wellestablished methods, materials, tools and/or techniques. Some appreciation of the context of the application. A good and appropriate application of standard methods, materials, tools and/or techniques. Good appreciation of the context of the application, with some use of examples, where relevant. A very good application of a range of methods, materials, tools and/or techniques. Very good consideration of the context of the application, with perceptive use of examples, where relevant. Evidence of some originality, innovation and creativity. An advanced application of a range of methods, materials, tools and/or techniques. The context of the application is well considered, with extensive use of relevant examples. Application and deployment extend beyond established conventions. Originality, innovation and/or creativity evident throughout. Outstanding levels of application and deployment skills. Assimilation and development of cutting edge processes and techniques.

5. Skills for Professional Practice

Demonstrates attributes expected in professional practice including: individual initiative and collaborative working; deployment of appropriate media to communicate (including written and oral); clarity and effectiveness in presentation and organisation.

Communication media is inappropriate or misapplied. Little or no evidence of autonomy in the completion of tasks. Work is poorly structured and/or largely incoherent.

Media is poorly designed and/or not suitable for the audience. Poor independent or collaborative initiative. Work lacks structure, organisation, and/or coherence

Can communicate clearly to specialist and non-specialist audiences in a suitable format but with some room for improvement. Can work autonomously and as part of a team, but with limited involvement in group activities. Work lacks coherence in places and could be better structured.

Can communicate effectively in a suitable format, but may have minor errors. Can work effectively autonomously and as part of a team, with clear contribution to group activities. Mostly coherent work and is in a suitable structure.

Can communicate well, confidently and consistently in a suitable format. Can work very well autonomously and as part of a team, with very good contribution to group activities. Work is coherent and fluent and is well structured and organised.

Can communicate professionally and, confidently in a suitable format. Can work professionally autonomously and within a team, showing leadership skills as appropriate, managing conflict and meeting obligations. Work is coherent, very fluent and is presented professionally.

Can communicate with an exceptionally high level of professionalism. Can work exceptionally well and professionally autonomously and within a team, showing advanced leadership skills. Work is exceptionally coherent, very fluent and is presented professionally.

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